Focussing on Activity as the base to provide Competitive Advantage is flawed.

The reason is simple and based on sound Economics.  Process architecture begins with a framework (process-map or process-schedule) in three phases, Procedure, Activity and Deliverables (in a column format).  In addition, there are design steps to provide Process Integration which define Requirements, Work Flow, Resource utilisation, Quality assurance, and Controls, Testing and Reporting (in a row format).

Procedure allows for Performance criteria and Tasks to be defined.  Preparation will be incomplete and dysfunctional if the Procedure phase is over-looked.

Activity allows for value creation through enterprise resources, beginning with upstream Suppliers and Providers, continuous throughput with greater value-add and ending downstream where customisation aims at specialised segments.  It is during this phase where strategic planning focusses on business Activity as the base for gaining competitive advantage through differentiation.  Unfortunately, there is a more definitive phase where differentiation truly arises; it ensures a definitive edge based on insights into why customers will accept your offering bouquet over any other.

Deliverables based on fundamental insights prepared during the Procedure phase, allow for reliable Results, predictable Outcomes and satisfaction of criteria to fulfil unmet market needs.  In this phase, value created by your organisation will either be deemed an economic deliverable by market segments or not.

Clearly, competitive advantage is differentiated by a function of your deliverables to fulfil unmet Needs and not your upstream Assets or Activity.